Implementation of ENOVIA from Requirements Central to Program Management.A lesson in validation of success and keeping the finish line in mind.

Daine Shanahan, GHSP

Where mechanical elements, electronics, software and aesthetics converge in worry free solutions

Agenda

• Who is GHSP?

• Why we have been implementing ENOVIA?

• 2013 - Implementation Plan

• 2014 - Migration Plan

• Next steps in evolution of PLM plan

• Headquarters: Grand Haven, MI

• Locations: US, Mexico, China, Japan, Germany

• Ownership: Privately Owned within JSJ Group

• Employees: 1,300

• Sales: $250 – $300 Million

• Growth: Average 9% annually over 37 years

• R&D: 10-13% of annual sales

Our History

Established as Bolling

Manufacturing Co.

1924

Three Families form

JSJ

1970

Name abbreviated

to GHSP

1994

Opened Hart MI Facility, No longer Stamping

1995

Acquired KDS electronic controls in

Troy MI

2004

GHSP Shanghai

2005

Opened Second China

Plant

2007

Launched Saltillo Mexico

Operations

2008

Electronics Engineering

2009

Full Mechatronics

Integration

2010 2013

We anticipate the trends and technologies that drive demand and align with customers to discover innovative solutions that meet their needs in the markets.

WeldAssembly Plastic

MoldedGlobal

Presence

Integrated Electronics

ENOVIA ImplementationRequirements -Manufacturing

• A Global Leader of Automatic Transmission Shift Systems

– Full Shift-by-Wire Auto Shifters

– Conventional Automatic Transmission Shifters

– Hybrid Shift-by-Wire Auto Shifters

– Shift Knobs (Synthetic/ Leather)

• Innovative integration of electronic controls, BLDC motors, and oil and water pump elements in a “CORE-Plus” technology configuration.

– Stop / Start Pressure

– Axle Cooling

– CVT Splash Lubrication

– Hybrid / EV Cooling

Who is GHSP?

Automatic: Planetary Electronic Shifter• Cable driven park position (“P”) with electronically communicated

gear selection (“RNDL”)• Vertically Integrated Mechatronics Product

Automatic: Shift by Wire• Drivers Gear selection communicated to Transmission over Serial Bus,

no mechanical connection (“PRNDL”)• Vertically Integrated Mechatronics Product

What we do -

Smart Coolant Pump Motor & Controller• On-demand control of radiator coolant flow for light vehicles based

on BLDC Motor• Integrated Electronics for control and diagnostics• Key measure for future fuel economy reductions

Electronic Auxiliary Transmission Pump• Maintains fluid pressure in Automatic Transmission when equipped

with a Start-Stop System• On-demand pressure control• Internal Electronics (H/W & S/W Development)• Supports System for Fuel Economy Improvements

What we do -

Growth Complexity• Expansion of facilities beyond Western Michigan

• Expansion of Product lines beyond Mechanical Shifters

• Product and Customer Complexity (requirements management)

• Software development and Safety Critical Electronic Controls

Legacy “patchwork” PLM & ERP based on Mechanical Shifters

• Requires new “integrated PLM System” to support future business growth targets in Electronics and Smart Actuators.

Current home grown PLM solution is essentially unchanged since 2003, with multiple patchwork add-ons.

Business Case for PLM

Complexity Model

Program Management - Disconnected project gating and analytics.

Change Management- Issues with accuracy and timing.

Bill of Material - Accuracy of data entry.

Systems – Built to support legacy processes.

Requirements Management – ISO26262 and CMMi

Key Business Issues in 2013 -2014

What are the primary objectives from 18 Month Business Plan?

• Global Standardization – Engineering and Operations Change Management

• System Support CMMi & ISO 26262 – Requirements Management and

Traceability

How will PLM support achieving these objectives?

• Automation of Engineering Change standard process

• BOM promotion standards

• Propagate project management standards to global use

• Automate the traceability of requirements to delivered product.

Strategy Alignment

What are the risk factors to success?• Benefit Stream – What is the adoption rate?• Full benefits & savings realized in 2014.

What is the potential impact?• What are the business issues? PM, BOM, ECN• Short term inefficiencies before long term alignment!

How do we mitigate risk?

• Mitigate by planning

• Implement by phase

• Install → launch/train → monitor → VERIFY!

• Visible Executive Support

Strategy Alignment

• A culture shift is desired to focus on Product and Process while leveraging open market tools based on Industry Best Practices.

• A Third Party PLM Solution was desired to: Leverage industry Best-in-Class processes and methods Implement a global collaborative environment Develop a “Single Point of Truth” for all product, process and project

activities

• The ability to manage complex mechatronics projects in a traditional mechanical organization required a jump start not achievable through internal tools

Cultural and Technical

Roles and Responsibilities

GHSP Sponsor:Bob Rivard

VP of Engineering

GHSP Core Team Members:

Jack SischoFunctional Business Analyst - PLM

Subject Matter Experts

GHSP Manager(s) :Daine Shanahan

Manager of Global Information Systems

Cindy PriceManager of Engineering Process

Inceptra Project TeamVik Paranjpe

Senior PLM Consultant , Engineering Services

Inceptra Executive Sponsor:Jim Ryan

President and CEO

Inceptra Executive Manager(s):Dan J. Smith

VP EngineeringDan Dunne

Manager, Engineering Services

Joint Executive Group

“Own the Roadmap”

Joint Management Team

Weekly Meetings

“Own the Plan”

Core TeamWeekly Meetings / Daily Work

“Own the Deployment”

Where are we at?

Oct 2013 Jan 2014 Apr 2014 Jul 2014 Oct 2014

Jul 2014Phase III - Requirments Central Initiation

Jul 2014Phase II – BOM Mgmt

Begin Migration

Oct 2013Phase Ia

Designer Central

Jan 2014Phase I b - Program Central

Production GoLiveDec 2014

Engineering/ManufacturingCentral GoLive

Plan

DoCheck

Act

Original Engineering Central GoLiveAugust 2014

Task Name Start FinishImplementation (Designer Central - CAD in V6) 4/29/13 10/1/13 - > 12/31/14

Designer Central launched on time…. or so we thought…

Success – Designers began utilizing for production launched CAD objects. System setup and functional and exposure training completed.

Lessons Learned – CAD data was loaded and the project timing was held; however, models were full of broken links. Core team did not understand the link between Engineering Central and Designer Central. Verify data and understand use.

Designer Central

Task Name Start FinishImplementation (Program Central and Data Migration) 5/21/13 4/14/14

Tool is in use and adoption is being audited.

Success – All APQP documentation will be moving to ENOVIA and will not exist in home grown system.

Lessons – Training was robust and module was launched on time. Because the system was new adoption has been slow and gradual. GHSP needs to measure and report adoption. Follow on training needs to be a priority to enable users.

Program Central

OrCAD IntegrationTeams are cleansing, loading and training at our facilities on eCAD data.

Success – All components will integrate with the mCAD parts and prepare us for BOM migration plans.

Lessons – OrCAD integration is on schedule with the roll out of Engineering Central. Keeping cross functional team of Engineering and Operations engaged to get optimal system is important. The difference between Mechanical and Electronics engineering/manufacturing needs to be vetted out.

Engineering/Manufacturing CentralDesigner central data was dirty… We could not perform an Engineering Change and had to restart with CAD data cleansing and process definition.Success – Through the review of system ties to

process, GHSP has uncovered undesirable application functions. Alignment with process and system application is beginning to gel and get back on plan.Lessons – VERIFY up stream data for use. • CATIA data was dirty and we could not perform an

engineering change. • Work with integration team to understand stucks

and map out tool use to process. • Require a very detailed and accurate Use Case

Documentation to validate and document common process scenarios

Task Name Start FinishImplement (Eng Central, Manf Central, and BOM Maturation) 12/02/14 7/24/14 - > 12/31/14

Systems Engineering “V Model” & PLM

Design

Requirements Definition

Implementation

Testing

Verification & Validation

Requirements Central and ReqtifySoftware/Hardware Requirements traceability is managed with code/CAD verification and testing validation using common system. Improved efficiency and effectiveness of product development process using common source to manage requirements.

Success – Leveraging the ENOVIA back bone and “systems” understanding to quickly enter and tie Reqtify to code.

Lessons – Fully mature process and take time to understand use case to document common process scenarios.

Requirements Definition

Design

Implementation

Testing

Verification & Validation

ReqtifyDVP&R

RequirementsCentral

OrCADVisio/EA

Designer Central/CATIA TeamCity

Program Central

Engineering Central

Systems Engineering “V Model” & PLM

What’s Next• PLAN - Align Resources and Train for Adoption

• DO - Finish Cleaning CAD data and manage with Designer Central – Daily!

• DO - Change Management – Launch Engineering Central and Manufacturing

Central.

• CHECK - Verify Designer Central, Program Central and Engineering Central

Adoption

• ACT – Create countermeasures and improve system.

• Mature Requirements Central Process and Implementation

Success?What are the primary metrics?

• Program Central adoption – Full use of system in project gate reviews and evidence of

use.

• Designer Central adoption – Source Control done solely out of ENOVIA. No more file

share use.

• Engineering Central – Decommission of old ECN system.

How will we measure those metrics?

• Audit system and report metrics to staff.

GHSP is midcycle of our PLM implementation. We have had many successes and a few setbacks. Our goal is to always protect the customer, employees, community and share holders.

The Strategy is anchored around our X-Factor:

“We lead the discovery of solutions and deliver mechatronic products that integrate mechanical elements, electronics, software and aesthetics”.

And our Brand Promise:

“We discover, align, and deliver complete solutions in a manner that is worry free and maximizes value for our customers”.

Adoption and change of daily work has been the challenge. Plan, Do, CHECK and act on improvements needed or guidance given.

Cultural and Technical

GHSP is in the process to implement a new, robust Product Development and Launch Process through the Enovia PLM Product Suite.

This effort is targeted to provide both technical and cultural benefits to GHSP to deliver on our Brand Promise through the execution of complicated Mechatronic Products as our X-Factor in the market place.

Conclusion